DOWNTOWN WOODLAND PROPERTY AND BUSINESS IMPROVEMENT DISTRICT MANAGEMENT DISTRICT PLAN. Downtown Woodland Property and Business Owners

Transcription

1 DOWNTOWN WOODLAND PROPERTY AND BUSINESS IMPROVEMENT DISTRICT MANAGEMENT DISTRICT PLAN Submitted to the Downtown Woodland Property and Business Owners April 24, 2006March 5, 2007 By Downtown Resources

2 DOWNTOWN WOODLAND PBID MANAGEMENT DISTRICT PLAN TABLE OF CONTENTS I. INTRODUCTION AND OVERVIEW... 1 II. WHY A PBID FOR DOWNTOWN WOODLAND?... 2 III. WHAT IS A PROPERTY AND BUSINESS IMPROVEMENT DISTRICT... 4 IV. HISTORY OF THE DOWNTOWN WOODLAND IMPROVEMENT DISTRICT... 5 V. PBID BOUNDARIES... 8 VI. SERVICE PLAN AND BUDGET VII. ENGINEER S REPORT VIII. CONTINUATION OF CITY SERVICES IX. PBID GOVERNANCE APPENDIX 1 THE PROPERTY AND BUSINESS IMPROVEMENT DISTRICT LAW APPENDIX 2 PARCELS LOCATED WITHIN THE DOWNTOWN WOODLAND PBID.. 48 APPENDIX 3 DRAFT BASE LEVEL OF SERVICES RESOLUTION FOR THE CITY OF WOODLAND Downtown Woodland Management District Plan Page i

3 I. INTRODUCTION AND OVERVIEW Developed by a growing coalition of property and business owners, the Downtown Woodland Property and Business Improvement District (PBID) is a benefit assessment district proposed to improve the commercial area in Downtown Woodland. The PBID will establish various programs to increase the commercial activity in Downtown Woodland. This approach has been used successfully in other downtowns throughout the country to increase sales, attract new tenants, increase occupancies, and increase property values. Location: Services: Budget: Cost: Formation: Duration: The approximate boundaries: The proposed Downtown Woodland PBID is located in the ddowntown Woodland commercial area of the. The PBID includes all parcels located in downtown bound by East Street on the east, Lincoln Ave on the south, Walnut Street on the west, and portions of North Street and Court Street on the north. Two benefit zones are proposed. Zone 1 includes the parcels in the core of downtown along Main Street from 4 th Street to Elm Street. Zone 2 includes all other parcels within the PBID. Please see the boundary map included in this document on page 7. The Downtown Woodland PBID service plan will provide programs geared toward economic development such as marketing and promotions, property and business owner coordination, maintenance and beautification of Downtown, business recruitment, and parking management. Property and business owner coordination will promote business interests and allow the property and business community to speak with one voice and leverage additional funding for improvements in Downtown Woodland. The total PBID budget for year one of its five (5) year operation is a base of approximately $215,000. Assessment rates may be subject to an increase by no more than 3% per year. Annual assessment rates are based on an allocation of program costs and a calculation of parcel square footage. The cost to the property owner is $0.10 per parcel square foot in Zone 1 and $0.07 per parcel square foot in Zone 2. Tax exempt non-profit parcels and parcels owned by religious organizations, such as churches, will be assessed at a 50% rate. Single family residential parcels with four units or less will not be assessed. District formation requires submittal of petitions from property owners representing more than 50% of the total annual assessment and a favorable ballot vote of the property owners conducted by the City. The Right to Vote on Taxes Act (also known as Proposition 218) requires that more than 50% of the ballots received, weighted by assessment, be in support of the District. There will also be City Council hearings. The proposed District will have a five-year life. After five (5) years, the petition process, ballot process, and City Council hearing process must be repeated for the District to be reestablished. Downtown Woodland Management District Plan Page 1

4 II. WHY A PBID FOR DOWNTOWN WOODLAND? There are several reasons why now is the right time to form a PBID in Downtown Woodland: 1. The Need to be Proactive in Determining the Future of Downtown Woodland In order to protect their investment, property owners must be partners in the process that determines how new development projects are implemented in their commercial District. Currently, property owners react to proposals individually without focus or coordination. Property owners in cities such as Downtown Napa, Studio City, Old Pasadena, and Downtown Placerville have been successful at leading and shaping future developments through their strong Property and Business Improvement Districts. A PBID in Downtown Woodland will provide a professional administrator with the financial resources and the focus to ensure that the challenges faced by property owners and businesses will be proactively addressed. 2. The Need to Attract New Business and Investment in Downtown Woodland If Downtown Woodland is to compete as a successful commercial District it must develop its own well financed, proactive strategy to retain businesses and tenants, as well as attract new business and investment. A PBID will provide the financial resources to develop and implement a focused strategy that will work to fill vacancies and attract new businesses to locate in Downtown Woodland. 3. An Opportunity to Create a Private/Public Partnership with a Unified Voice for Downtown Woodland Because property owners would be investing new private money through the PBID, they will be looked upon as a strong partner in negotiations with the City. This partnership will have the ability to leverage the property owner s investment with additional public investment in Downtown Woodland. Both property and business owners could be united under one umbrella, which would then be able to approach the public sector with a viable and unified private sector voice. 4. An Opportunity to Establish Private Sector Management and Accountability. A non-profit private sector business organization formed for the sole purpose of improving Downtown Woodland would manage these new services and the day to day operations. Annual District work plans and budgets will be developed by the board of this non-profit organization which will be composed of stakeholders that own commercial property and businesses in Downtown Woodland. New marketing, promotional, maintenance and beautification, parking management, and coordination services will be subject to private sector performance standards, controls, and accountability. The increasing population in Woodland, coupled with a strong demographic mix, gives businesses in Downtown Woodland an opportunity to expand their market base. However, the Downtown Woodland Management District Plan Page 2

5 Downtown Woodland commercial core also has extensive competition from other commercial cores in the region. Thus, for Downtown Woodland businesses to remain competitive, they must retain and expand market presence. Creating a PBID will provide the means for businesses to avoid and combat the problems that lead to declining market presence. Downtown Woodland Management District Plan Page 3

6 III. WHAT IS A PROPERTY AND BUSINESS IMPROVEMENT DISTRICT The International Downtown Association estimates that more than 1,200 Districts currently operate throughout the United States and Canada. A PBID may provide services, identity formulation, market research, and economic development in addition to those provided by local government. In addition, PBIDs may provide physical improvements such as entry features, benches, or lighting. These services are concentrated within a distinct geographic area and are paid for by means of a special property owner assessment. A Board of Directors representing those who pay would govern the organization responsible for providing these services. PBIDs are proven to work by providing services that improve the overall viability of commercial districts, resulting in higher property values and sales volumes. The Downtown Woodland PBID will be formed pursuant to a State Law that took effect in January of The Property and Business Improvement District Law of 1994, which was signed into law by then Governor Pete Wilson, ushered in a new generation of PBIDs or Management Districts in California by allowing a greater range of services and independence from government. The PBID law: Allows property owners to undertake services ranging from security to maintenance, and from business advocacy to economic development. Allows revenue for services to be raised from annual assessments on real property. Allows formation of a district designed and governed by those who will pay the assessment. Requires petition support from property owners paying more than 50% of the annual proposed property assessments to form a PBID. Requires limits for assessments to ensure that they do not exceed pre-established levels. Provides a multi-year life for PBIDs. Renewal of a PBID requires a new petition process, Proposition 218 ballot vote, and City or County hearings.. The Downtown Woodland PBID will have a five (5) year term. The Property and Business Improvement District Law of 1994 (AB 3754) as amended January 1, 2004 is provided in Appendix 1 of this document. Downtown Woodland Management District Plan Page 4

7 IV. HISTORY OF THE DOWNTOWN WOODLAND IMPROVEMENT DISTRICT A. Area History Downtown Woodland is one of the region s oldest commercial cores.. The approximately 45 block area includes long established neighborhood-serving uses. In addition, various new restaurants, and retailers are transforming the downtown buildings into new uses. Below is a chronology of historic events for Downtown Woodland: 1849 The Morris family settled on the South side of Cache Creek just north of present day Woodland Franklin S. Freeman first settled in Yolo County Henry Wyckoff built a small store near the Southeast corner of First Street and Dead Cat Alley. Wyckoff built a second general store on the corner of Sixth and Court Streets he called Yolo City Freeman purchased the two stores owned by Wyckoff, built a house and acquired an additional 160 acres which he envisioned as a town Freeman established the Post Office Woodland became the County seat of government for Yolo County Freeman filed the town plat and was instrumental in getting the County seat moved to Woodland The railroad was completed through Woodland making it an agricultural trading center s With many skilled carpenters and brick masons, Woodland becomes a leading example of early landmark, Victorian commercial buildings Several new banks are established by wealthy investors The town s business community organizes a Chamber of Commerce to promote the town s advantages. They also invest in community projects, including the City s library, City ParkPark, and cemetery Woodland is the largest city in Yolo County with a population of 3,187.. The community remained steady for the next forty years with mostly industrial plants that were principally agricultural business s City Council created a Redevelopment Agency to oversee development of historic downtown Woodland s Historical preservation movement takes hold in Woodland s Downtown Woodland property owners begin to renovate key historical buildings.. The restoration of the Opera House and the façade of the Yolo County Courthouse are completed The Woodland Redevelopment Agency adopted a redevelopment plan City adopts a Downtown Specific Plan to assist as a guide for growth and expansion. Source: Downtown Specific Plan, Planning Context, 2.1 History, pages 2-1 to 2-4, March 18, 2003 Downtown Woodland Management District Plan Page 5

8 B. Property Owner and Stakeholder Meetings Downtown Woodland property and business owners have begun a process to develop an organizational structure and financing to address challenges voiced by property and business owners. Part of this endeavor is a coordinated effort to distinguish Downtown Woodland as a desirable commercial core in Woodland. This Management District Plan, and the creation of a unified organization with a secure funding mechanism, provides another critical step in achieving the vision developed by the property and business owners. In 2005, Downtown Woodland stakeholders, property owners, and the Redevelopment Agency suggested a PBID as one of the available mechanisms to enhance the economic development of Downtown Woodland. To this end, the contracted with Downtown Resources. Downtown Resources began working with a Steering Committee of property owners and stakeholders of the area. Property owner focus group meetings were held in March of 2005 to determine the property owners concerns and interests. To further explore formation of a PBID, Downtown Resources held several individual meetings with Downtown Woodland property and business owners, and with stakeholders, the and Yolo County. Meeting attendees represented both large and small parcels and businesses in Downtown Woodland. The purpose of these meetings was to (1) present information on PBIDs, and (2) elicit property owners and business owners interests in and/or concerns about Downtown Woodland. The collection of information included surveys and discussions of business issues. The participants discussed service plan options, organizational issues, boundaries, benefit zones, and various assessment methodologies. Downtown Resources continued discussions with property owners and continued meeting with the Steering Committee throughout the year. The goal of these meetings was to focus on whether or not a PBID was viable, and if so, to proceed with the PBID creation effort in conjunction with the Steering Committee, and to develop this Management District Plan. The meetings helped to identify several needs for Downtown Woodland and establish a strategy for forming a PBID in Downtown Woodland. This Management District Plan is the result of those meetings. The property owners and business owners feel that Downtown Woodland has many things to offer. Some of the strengths of the area that were identified include: the History of Downtown; charming buildings and diverse or unique stores; location being close to the airport and Downtown Sacramento; a sense of permanence:; business friendly with less hassle and no, or low, CAM s; affordable property values; Main Street has history and is welcoming as well as wide and pedestrian friendly; it feels clean and friendly. Stakeholders also identified challenges in the area. Some of the issues mentioned include: Age of some of the buildings and the difficulty and cost associated with rehabilitating them; low property values; business retention; building codes as they currently lack flexibility and clarity; traffic, lack of a unified vision, organization and advocacy; lack of evening attractions; lack of destination ; lack of housing. See Table 1 on the following page for survey results. The respondents agreed that there is need for immediate action in the key problem areas and that the PBID option should be explored. Downtown Woodland Management District Plan Page 6

9 Downtown Resources continued to meet with stakeholders and members of the community to discuss and refine the Management District Plan. The Management District Plan was further refined based on the property owners comments. Members of the Woodland City Council lent their support for the District throughout the process.. This Management District Plan is the end result of the discussions with the property owners from Downtown Woodland. Table 1. Downtown Woodland Property Owner Survey Results MARKETING/PROMOTIONS PARKING MNGMT SECURITY ADVOCACY BUSINESS RECRUITMENT MAINTENANCE SIDEWALK WASHING SPECIAL EVENTS LANDSCAPING BUILD PARKING Downtown Woodland Management District Plan Page 7

10 V. PBID BOUNDARIES The approximate boundaries of the Downtown Woodland PBID: The proposed Downtown Woodland PBID is located in the Ddowntown Woodland commercial area of the City of Woodland. The PBID includes all parcels located in downtown bound by East Street on the east, Lincoln Ave on the south, and Walnut Street on the west, and portions of North Street and Court Street on the north. The north boundary is along the back of parcels facing Court Street between Walnut Street and Elm Street; along North Street between Elm Street and First Street; then along Court Street between First Street and East Street. The proposed Downtown Woodland PBID will have 2two Zones of service. Zone 1 includes the commercial parcels in the core of downtown along Main Street from 4 th Fourth Street to Elm Street. Zone 2 includes all other parcels within the PBID boundary. The boundaries include approximately parcels which make up approximately 3,338, , square feet of land. The District includes approximately property owners.. For specific boundaries, please see the Downtown Woodland Bboundary mmap on the following page. For a larger boundary map please call Toshyana Olive at Downtown Resources at (916) Comment [jlc1]: This should be verified since the number of parcels has changed. Downtown Woodland Management District Plan Page 8

11 Downtown Woodland Management District Plan Page 9 Comment [jlc2]: Lisa requested revisions from the

12 VI. SERVICE PLAN AND BUDGET History of Establishing the Service Plan Property and business owners in Downtown Woodland have been concerned about the need for coordinated supplemental services in their downtown commercial area for several years.. City services as well as other efforts in the area have been welcomed, but limited resources have not allowed for a more comprehensive approach to managing the commercial area and the services it needs. In 1994, Governor Wilson signed AB 3754 (Caldera) establishing the Property and Business Improvement District Law of 1994 which made possible the formation of Property and Business Improvement District s (PBID) in commercial areas. This statewide enabling law created the PBID mechanism for property owners to join forces and improve their commercial districts. The owners in Downtown Woodland have seized the opportunity to utilize this new tool to provide efficient supplemental services in a cost-effective manner. The following service plan details the nature and extent of the services proposed and provides an itemized budget of the proposed PBID. Programs and Services to be Provided The Downtown Woodland PBID Service Plan provides for marketing and promotions, property owner and business owner coordination services, and maintenance and beautification services above and beyond those currently provided by the. Coordination and collaboration services will focus on business recruitment and retention, and parking management. Existing City services will remain intact pursuant to a "base levels of service" agreement between the and the property owners within the PBID. PBID service levels will be based on the amount paid into the District. Program budget descriptions of proposed PBID services are provided in the following pages. The first step in preparing the service plan was to identify the existing baseline level of services provided by the. In order to identify the aspects of the district that needed additional services, several property owner focus group meetings and individual meetings were conducted. In addition, numerous meetings were held with the and Yolo County. Based on the information and opinions collected during this process, service priorities were identified (Table 1).. The information from each step of this process was integrated and this service plan was developed. The following are some key aspects of the service plan and budget: 1. Economic Development The economic development program will include marketing and promotions to promote Downtown Woodland as a destination with a rich set of unique opportunities. In order to draw customers to Downtown Woodland the district needs to market itself as a single locality for a wide variety of attractions, events, and services. The PBID may coordinate a directional signage program to highlight the historic homes, buildingsbuildings, and Downtown Woodland Management District Plan Page 10

13 attractions in the downtown area. Further, the marketing program will garner positive free media coverage of Downtown Woodland, and the good things happening in the area. Media relations and community outreach will also be part of the activities of this program. Internally, it will be important to facilitate consistent and frequent communications with property owners and tenants. The Downtown Woodland PBID will work closely with the Woodland Chamber of Commerce, as well as, the Yolo County Visitors Bureau, to coordinate marketing efforts to make this program as efficient and possible. Property and Business Coordination and Collaboration To provide Downtown Woodland property and business owners with an effective, clear voice in government decisions, the Plan provides for an administrator to speak for the owners within the district. The administrator will insure the delivery of quality services of the PBID and act as the unified voice to represent property owner and business owner interests for the district. The PBID will focus on ways to garner additional funding and services from public entities specifically for Downtown Woodland improvements. Business Retention and Recruitment The administrator will market Downtown Woodland to potential businesses and work to attract more business to the downtown as well as retain the current businesses.. Coordination and collaboration of the property and business owners may also include influencing public entities to provide financial and permitting assistance to refurbish buildings in the District in order to encourage new businesses to locate in downtown. 2. Parking Management and Maintenance / Beautification The Downtown Woodland PBID will work with the City to focus on the parking challenges in the downtown from a management perspective.. The has an existing long term parking management plan (Downtown Parking Management Plan). The PBID will help implement the recommended parking programs to better utilize existing and future parking in downtown. The PBID could coordinate with the city to implement the In-Lieu Fees, and the Downtown Parking Capital Fund. The coordination and organization of the owners would help determine how any available grant monies are spent and assist in the design of a viable solution to the lack of parking. Maintenance and Beautification A maintenance and beautification program will keep Downtown Woodland clean as well as work to make aesthetic improvements. Aesthetic improvements would also include banners, signagesignage, and maintenance of these items. The Plan calls for a landscaping program which will maintain the trees and cut back any weeds along the sidewalks and in the public areas. In order to establish and maintain a uniform standard of cleanliness throughout the District a maintenance patrol would provide additional debris and garbage collection beyond existing City services. A roving maintenance team would patrol the District for high incidence of litter and other garbage. The crew would Downtown Woodland Management District Plan Page 11

14 also remove graffiti and other debris from streets and sidewalks.. The Maintenance Patrol will control illegal dumping and maintain graffiti in public areas, such as benches and bus stops. The PBID would work with the city to enforce ordinances which encourage a clean and aesthetically pleasing environment. A. Operations Budget 2007 Operating Budget Summary The summary of the year 2007 operating budget for the Downtown Woodland PBID is provided on the following page. The total improvement and activity plan budget for 2007 is projected at $215,000. Commercial property owners will contribute the entire amount through assessments on real property. Expenditures will be made in the following program areas outlined in the table to follow. To the extent that an employee or independent contractor is hired to implement the below programs, his/her fees and expenses will be allocated to the budget categories shown below based on the amount of time that is spent in each category. The Board of Directors can shift up to 10% between budget items. Please see the following table for a five year budget projection with a maximum 3% increase per year. Downtown Woodland PBID Five Year Operating Budget Annual Assessment with 3% Maximum Increase Per Year Annual Assessment $215, $221, $228, $234, $241, Downtown Woodland Management District Plan Page 12

15 Downtown Woodland PBID DRAFT Annual Budget, Year One Services Descriptions Total Provided Economic Development (50%) $107,500 MARKETING, PROMOTIONS AND BUSINESS RECRUITMENT Media Relations Garner free positive media coverage & market the area. Communications with property owners and businesses in Downtown Directional Signage to highlight attractions, historic homes, etc. Property & Business Coordination & Collaboration Business Recruitment & Retention Parking Management and Maintenance / Beautification (45%) PARKING MANAGEMENT Work with the City to implement the Downtown Parking Management Plan programs. Partner with the City to determine how parking grant monies are spent and in the design process to address the lack of parking. $97,000 MAINTENANCE AND BEAUTIFICATION Banners and maintenance of banners. Maintenance of directional signage. Landscaping maintenance trees, cut back weeds in public areas. Maintenance patrol debris, litter, and garbage collection above existing City services. Control any illegal dumping or graffiti in public areas. Contingency / PBID Renewal (5%) $10,500 This prudent fiscal reserve is to buffer the organization for any unexpected revenue changes and/or allow the District to fund PBID renewal costs. TOTAL BUDGET $215,000 To the extent that an employee or independent contractor is hired to implement the above programs, his/her fees and expenses will be allocated to the above budget categories based on the amount of time that is spent in each category. The Board of Directors can shift up to 10% between budget items. Please see the following table for a five year budget projection with a maximum 3% increase per year. Downtown Woodland Management District Plan Page 13

16 Downtown Woodland PBID Five Year Operating Budget Annual Assessment with 3% Maximum Increase Per Year Annual Assessment $215, $221, $228, $234, $241, B. Cooperation and Assistance from the The and their Redevelopment Department have recognized the importance of the commercial downtown to the future economic development of Woodland. To that end, the City and the Redevelopment Agency have funded several projects to assist the economic development of Downtown Woodland by working closely with the property owners to improve the physical condition of the historic downtown area. Several projects are underway or have been completed in an effort to improve the historic core of Downtown Woodland: Court and College Parking Lot: Sign and Commercial Façade Programs: 2003 Downtown Specific Plan: 2001 Downtown Parking Management Plan: 2002 Downtown Business Survey: Establishment of a local Film Commission: Multi-plex Theatre Project: Parking Structure Development: Consolidated Courts Facility Expansion Project: Source: Redevelopment Agency Implementation Plan & Housing Component Downtown Woodland Management District Plan Page 14

17 VII. ENGINEER S REPORT A. Assessment Methodology 1. Base Formula Property owners, merchants, and other Downtown Woodland stakeholders have emphasized that an assessment formula for the proposed PBID be fair, balanced, and commensurate with benefits received. Each property owner will pay based on benefits received. The variables used for the annual assessment formula are based on gross parcel square footage. Parcel square footage is relevant to the highest and best use of a property, and will reflect the long-term value implications of the services provided byof the PBID. Assessments are based on a cost allocation approach. It is anticipated that most of the parking management services will be focused on the core of downtown Zone 1. It is anticipated that Zone 2 will receive approximately 70% of the total service provisions provided on an annual basisby the PBID. Therefore, Iit is equitable that Zone 2 be assessed at a rate which is 70% of the rate of Zone 1. Zone 1 stands to benefit 30% more from the services to be provided since they are in the core of downtown where the services will be focused. Therefore, Zone 1 parcels will be assessed at a rate which is 30% higher than Zone 2. The proposed initial annual assessment on commercial parcels in Zone 1 is $0.10 (10 cents) per parcel square foot. Zone 1 includes the parcels located along Main Street from 4 th Fourth Street to Elm Street. The proposed initial annual assessment on property commercial parcels in Zone 2 is $0.07 (7 cents) per parcel square foot. Zone 2 includes all the parcels within the boundaries of the PBID but outside of Zone 1. Tax- exempt, non-profit parcels will be assessed at a 50% rate which is 50% of the rate for the Zone in which the tax-exempt parcel lies. Single family residential parcels and residential parcels with four units or less will not be assessed. Parcels owned by religious organizations, such as churches, will not be assessed. For example, a commercial parcel in Zone 1 with 5,000 square feet will pay $ per year. (5,000 square feet x.0.10 per square foot = $500.00). See the Assessment Calculation Table at the end of this section which provides the assessment amount for each parcel. If more information about parcel assessments is desired, please call Downtown Resources at (916) Downtown Woodland PBID Proposed Annual Assessment Rate per Parcel Square Foot - Zone 1 Rate per Parcel Square Foot - Zone 2 Commercial Property $0.10 $0.07 Taex Exempt, Non-profit and Religious (churches) 50% Rate - $ % Rate - $0.035 Comment [jlc3]: What is this? Comment [jlc4]: Churches are shown under the Tax Exempt parcels at 50%. Which is it? Comment [jlc5]: What is the assessment for churches, 0% or 50%? Downtown Woodland Management District Plan Page 15

18 Single Family Residential (four units or less) Not Assessed Not Assessed As members of the community, the Downtown Woodland PBID Board of Directors will maintain every effort to be careful stewards of the annual budget; however the Board may, at its discretion, raise the assessment by no more than the lesser of three -percent (3%) per year, or the Consumer Price Index. 2. Determination of Special Benefit The expenses of the District will be apportioned in proportion to the benefit received by each parcel. Proposition 218 requires that a parcel s assessment may not exceed the reasonable cost of the proportional special benefit conferred on that parcel. The Proposition provides that only special benefits are assessable, and that the City must separate the general benefits from the special benefits conferred on a parcel. A special benefit is a particular and distinct benefit over and above general benefits conferred on the public at large, including real property within the District. The general enhancement of property value does not constitute a special benefit. Each parcel within the District, except for exempt parcels (discussed below), receives a particular and distinct benefit from the proposed improvements and activities, over and above general benefits conferred by the improvements and activities of the District. The proposed maintenance and beautification program will improve and enforce cleanliness and aesthetic issues and improve the overall business environment thereby increasing the attractiveness of the properties and businesses to potential customers. The proposed marketing program will improve economic development within the District, thereby benefiting all businesses within the District. 2. Government-Owned Property In accordance with Proposition 218 all publicly owned parcels are required to pay assessments unless they can demonstrate by clear and convincing evidence that the publicly owned property does not receive benefit. It has been proposed that the and Yolo County pay their fair share of all assessments. 3. Residential Properties The primary purpose of the PBID is to benefit parcels with commercial land uses. Residential parcels with single family residential uses do not derive benefit from the proposed assessments. The incidental benefit to residential parcels in the Downtown Woodland PBID does not warrant assessing those parcels. Therefore, parcels with a single family residential land use that have four units or less within the boundaries of the District will not be assessed. Single Room Occupancy (SRO) residential housing as well as residential condominiums shall fall under this exemption due to their residential nature. If a project is mixed use with ground floor retail/commercial and residential on upper floors, the ground floor retail/commercial shall pay. 4. Tax-Exempt Non-profit Properties Downtown Woodland Management District Plan Page 16

19 Although primary focus of the PBID is to benefit commercial properties, tax exempt properties, such as religious properties and non-profit tax exempt properties, will receive some benefit from the Downtown Woodland PBID.. However, they will not receive a benefit in the same magnitude as the commercial retail properties.. Because the tax-exempt parcels will not receive the same amount of benefit, they will pay less in assessments.. Non-profit tax exempt and religious properties will not benefit from the Marketing and Promotions component of the service program but do stand towill benefit from Parking Management, and Maintenance and Beautification programs which are approximately 50% of the service budget, therefore, these properties will pay 50% of the full assessment rate for the Zone in which they lie. In Zone 1 this tax exempt rate is $0.05 per parcel square foot per year.. In Zone 2 this tax exempt rate is $0.035 per parcel square foot per year. B. Assessment Notice An Assessment Notice will be sent to owners of each parcel in the PBID. The Assessment Notice provides an estimated assessment based upon the square footage of each parcel. The final individual assessment for any particular parcel may change if the parcel square footages differ from those found on the Assessment Notice. A Downtown Woodland PBID Assessment Calculation Table follows this Engineer s Report. Assessments will have beenbe calculated based on the most recent available property data provided by the County of Yolo. The assessment data will be as accurate as possible; however, the data may contain errors. Changes in property owner and parcel information may take up to one year to transpire. If a property owner discovers an error in the data or calculation please contact Downtown Resources at (916) or C. Time and Manner for Collecting Assessments The Downtown Woodland PBID assessment will appear as a separate line item on annual property tax bills prepared by the County of Yolo. Property tax bills are generally distributed in the fall, and payment is expected by lump sum or installment. The County of Yolo will distribute Downtown Woodland PBID funds collected, to the, and then the City will distribute funds to the non-profit corporation managing the PBID, pursuant to the authorization of the Management District Plan. Existing laws for enforcement and appeal of property taxes apply to the PBID assessments. Review of this Downtown Woodland Management District Plan and preparation of the Engineers Report was completed by: Orin N. Bennett State of California Registered Civil Engineer No Downtown Woodland Management District Plan Page 17

20 Downtown Woodland Property and Business Improvement District Assessment Calculation Table Formatted: Centered Downtown Woodland Property and Business Improvement District Assessment Calculation Table Parcel Assessment Rate Assessor s Annual Square ($ per parcel Zone Parcel Number Assessment Footage square foot) ,712 $ $1, ,840 $ $0.00 ** ,334 $ $ * ,314 $ $0.00 ** ,118 $ $1, ,180 $ $ ,189 $ $ ,198 $ $0.00 ** ,755 $ $0.00 ** ,560 $ $ ,913 $ $0.00 ** ,550 $ $ ,830 $ $0.00 ** ,415 $ $0.00 ** ,000 $ $1, ,057 $ $0.00 ** ,927 $ $0.00 ** ,448 $ $ ,699 $ $ ,442 $ $0.00 ** ,219 $ $3, ,747 $ $ ,276 $ $1, ,420 $ $2, ,920 $ $2, ,216 $ $ ,880 $ $0.00 ** ,725 $ $ ,395 $ $1, ,534 $ $ Downtown Woodland Management District Plan Page 18

21 ,199 $ $1, Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,244 $ $ ,560 $ $ ,920 $ $ ,030 $ $ ,370 $ $ ,800 $ $ ,800 $ $ ,800 $ $ ,800 $ $ ,800 $ $ ,560 $ $ ,750 $ $ ,770 $ $ ,950 $ $ ,525 $ $5, ,000 $ $ ,400 $ $ ,290 $ $ ,800 $ $ ,700 $ $ ,700 $ $ ,400 $ $1, ,294 $ $ ,000 $ $ ,706 $ $1, ,168 $ $1, ,152 $ $1, ,910 $ $ ,598 $ $ ,802 $ $ ,750 $ $1, ,850 $ $1, Downtown Woodland Management District Plan Page 19

22 ,590 $ $ Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,400 $ $ ,920 $ $ ,090 $ $1, ,200 $ $3, ,400 $ $1, ,400 $ $1, ,078 $ $1, ,071 $ $2, ,453 $ $2, ,600 $ $ ,600 $ $ ,792 $ $ * ,350 $ $82.25 * ,257 $ $ * ,606 $ $ * ,055 $ $2, ,782 $ $1, ,987 $ $0.00 ** ,955 $ $ ,497 $ $ ,998 $ $0.00 ** ,897 $ $0.00 ** ,170 $ $1, ,662 $ $1, ,647 $ $ $ $0.00 *** ,688 $ $ ,736 $ $0.00 ** ,248 $ $ ,032 $ $ ,120 $ $0.00 ** ,120 $ $ Downtown Woodland Management District Plan Page 20

23 ,560 $ $1, Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,448 $ $1, ,040 $ $ ,068 $ $6, ,500 $ $ ,732 $ $ ,740 $ $1, ,000 $ $ ,000 $ $ ,000 $ $ ,400 $ $1, ,590 $ $ ,000 $ $ ,600 $ $ ,890 $ $ ,356 $ $ ,400 $ $ ,400 $ $ ,000 $ $ ,500 $ $ ,500 $ $ ,590 $ $2, ,400 $ $1, ,800 $ $ ,600 $ $ ,400 $ $3, ,400 $ $1, ,250 $ $ ,250 $ $ ,400 $ $ ,000 $ $ ,800 $ $ ,708 $ $3, Downtown Woodland Management District Plan Page 21

24 ,656 $ $1, Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,204 $ $1, ,218 $ $2, ,925 $ $1, ,924 $ $1, ,606 $ $1, ,022 $ $8, ,605 $ $ ,544 $ $5, $ $0.00 *** ,024 $ $ ,106 $ $ ,411 $ $ ,538 $ $ ,538 $ $ ,867 $ $ ,713 $ $ ,963 $ $ ,347 $ $ ,982 $ $ ,001 $ $ ,640 $ $ ,870 $ $ ,170 $ $ ,675 $ $ ,782 $ $ ,782 $ $ ,580 $ $ ,000 $ $ ,886 $ $ ,925 $ $1, ,550 $ $1, ,950 $ $1, Downtown Woodland Management District Plan Page 22

25 ,100 $ $ Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,300 $ $0.00 ** ,400 $ $ ,600 $ $1, $ $ ,850 $ $ * ,410 $ $ ,412 $ $ ,750 $ $ ,905 $ $ ,407 $ $ ,800 $ $ ,316 $ $ ,102 $ $ ,484 $ $ ,374 $ $ ,051 $ $ ,068 $ $ ,593 $ $ ,260 $ $ ,038 $ $ ,111 $ $ ,908 $ $ * ,117 $ $ ,439 $ $2, ,893 $ $ ,898 $ $ ,607 $ $1, ,534 $ $ ,717 $ $0.00 ** ,783 $ $ * ,761 $ $0.00 ** ,904 $ $ Downtown Woodland Management District Plan Page 23

26 ,698 $ $0.00 ** Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,003 $ $ ,789 $ $0.00 ** ,515 $ $ * ,386 $ $1, ,208 $ $1, ,828 $ $1, ,250 $ $ ,550 $ $ ,468 $ $ ,280 $ $ ,000 $ $1, ,595 $ $3, ,294 $ $0.00 ** ,400 $ $0.00 ** ,436 $ $0.00 ** ,949 $ $0.00 ** ,195 $ $ ,288 $ $ ,336 $ $0.00 ** ,238 $ $ ,460 $ $ ,836 $ $0.00 ** ,900 $ $ ,916 $ $ ,372 $ $ ,419 $ $1, ,852 $ $ ,294 $ $ ,450 $ $ ,420 $ $ ,698 $ $2, ,020 $ $0.00 ** Downtown Woodland Management District Plan Page 24

27 ,374 $ $0.00 ** Formatted Table Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,373 $ $0.00 ** ,373 $ $ ,372 $ $ ,372 $ $ ,977 $ $ ,658 $ $ ,382 $ $ ,334 $ $2, ,300 $ $ ,108 $ $ ,120 $ $ ,075 $ $1, ,372 $ $0.00 ** ,520 $ $0.00 ** ,520 $ $0.00 ** ,480 $ $0.00 ** ,160 $ $0.00 ** ,930 $ $0.00 ** ,400 $ $0.00 ** ,400 $ $0.00 ** ,000 $ $0.00 ** ,860 $ $0.00 ** ,700 $ $0.00 ** ,460 $ $0.00 ** ,480 $ $0.00 ** ,160 $ $0.00 ** ,112 $ $0.00 ** ,056 $ $ ,056 $ $ ,056 $ $ ,200 $ $1, ,600 $ $ Downtown Woodland Management District Plan Page 25

28 ,600 $ $ Assessor s Parcel Number Parcel Square Footage Assessment Rate ($ per parcel square foot) Zone Annual Assessment ,870 $ $ ,870 $ $ ,242 $ $ ,758 $ $ ,473 $ $2, ,969 $ $ ,348 $ $1, ,149 $ $ ,520 $ $2, ,490 $ $0.00 ** ,490 $ $ ,928 $ $1, ,715 $ $ * ,375 $ $ ,945 $ $1, ,512 $ $ ,845 $ $0.00 ** ,845 $ $3, * Tax-exempt and religious owned parcels throughout the PBID will pay at a rate which is 50% of the full assessment rate.tax-exempt, non-profit, and religious owned parcels throughout the PBID will be assessed a rate which is 50% of the rate for the Zone in which the taxexempt parcel is. ** Residential parcels with 4 units or less will not be assessed. *** Railroad lines will not be assessed. Comment [jlc6]: What is the assessment for churches, 0% or 50%? Downtown Woodland Management District Plan Page 26

29 VIII. CONTINUATION OF CITY SERVICES A. City Base Levels of Service Policy Throughout the process of establishing the Downtown Woodland PBID, stakeholders and business and property owners have voiced concerns that the maintains existing services at verifiable baseline service levels. A formal base level of service policy ensures that existing City services are enhanced, not replaced, by new PBID services. The existing baseline service levels are illustrated on the following page. B. City Council Resolution The Downtown Woodland PBID has requested that the Woodland City Council adopt Resolutions committing the City to establish and maintain base levels of service within the PBID. The policy states that basic service levels provided to the area must be paid for by the general City revenues, and not subsidized by revenue which the PBID generates for enhanced and supplemented levels of service. The policy allows for adjustments in the basic service levels commensurate with changes in the City s overall financial condition. City wide service reductions can trigger a proportionate reduction in base levels of service within a PBID. A draft Resolution establishing this policy is provided in Appendix 3. Consistent with this proposed City policy, Downtown Woodland s base levels of service will be quantified in an area specific current services agreement between the City of Woodland and the PBID. Downtown Woodland Management District Plan Page 27

30 Downtown Woodland Management District Plan Page 28 Formatted: Bottom: pt, Width: 612 pt, Height: 792 pt

31 PBID BASELINE SERVICES SAFETY: Policing Responsible Party Level of Service Comments Police: Patrol Police: Foot Patrol Police: Bike Patrol Police: Sub-Station Police: Motorcycle Police: Special Problems Units Police: Graffiti Abatement Police: Parking Enforcement Police Department Police Department Police Department N/A Police Department Police Department Police Department Police Department Operate two to four patrol cars seven days a week, 24 hours per day that cover the downtown area as part of their larger patrol beats.. As part of normal beat officer duties, as available Not regular service. One sub-station located in Old Woodland. Operate two officers throughout the City of Woodland. Special enforcement units handle issues involving gangs and the selling of drugs in the. Patrol officers spot and report graffiti. Crime Prevention Officer advises City crews of graffiti on public property, and contacts owners if graffiti is found on private property Two parking enforcement officers patrol the City of Woodland, including public parking lots, enforcing parking regulations. Main Street in the downtown area is a dividing line between two patrol beats. Each beat is minimally staffed with one patrol officer. Occurs irregularly. Will provide reserves when necessary. Sub-station is staffed by volunteers and hours vary. Focus is traffic control. Does not serve any geographic region. Private property clean-up is the responsibility of the property owner. Downtown Woodland has restricted parking (time limits) and receives regular patrols from parking enforcement., Not Bold Downtown Woodland Management District Plan Page 29